Middle Manager Simulation Exercise (757)
Provide the candidate with an evaluation of their program/project management abilities, based on the Key Leadership Competency profile
- The candidate deals directly with managerial issues and challenges via simulation exercises
- The hiring manager observes the candidate during the exercises
- Can be useful in selecting or promoting people to management positions
- Can help establish training and development needs of current or potential leaders
The simulation assesses six key managerial competencies:
- Create vision and strategy
- Mobilize people
- Collaborate with partners and stakeholders: Communication
- Collaborate with partners and stakeholders: Leadership
- Collaborate with partners and stakeholders: Team-building
- Service orientation
Before the assessment, the candidate receives:
- Background information on a simulated organization, including a description of its purpose and function, organization charts and specific managerial responsibilities
The candidate should review the information carefully and bring it to the next phase of the assessment.
At the time of the assessment, the candidate receives:
- Specific managerial problems requiring their attention and action. These scenarios are presented in the form of memos, reports, minutes of management meetings, descriptions of problems, special studies, written complaints from clients, directives, policies and other information
The candidate is given three hours to:
- complete a three-page written summary of decisions, proposed solutions and recommendations
- prepare a 30-minute oral presentation
- identify organizational problems, make decisions leading to possible solutions, explore alternate solutions and outline implications for each alternative
The oral presentation is followed by a question period by Selection Board members.
The candidate’s actions and decisions in handling the problems presented in the simulation are evaluated for their effectiveness within the organization presented in the simulation material.
The board assesses the candidate on six managerial competencies and some personal suitability characteristics, in combination with other information sources concerning personal suitability.
Overall, the rating is based on the candidate’s behaviour, decisions and approaches.
Ratings are on a scale from one to seven, with seven being “greatly exceeds expectations.”
Definitions of the competencies evaluated
Create vision and strategy
Leaders define the future and chart a path forward. They are adept at understanding and communicating context, factoring in the economic, social and political environment. Intellectually agile, they leverage their deep and broad knowledge, build on diverse ideas and perspectives and create consensus around compelling visions. Leaders balance organizational and government-wide priorities and improve outcomes for Canada and Canadians.
Leaders inspire and motivate the people they lead. They manage performance, provide constructive and respectful feedback to encourage and enable performance excellence. They lead by example, setting goals for themselves that are more demanding than those that they set for others.
Collaborate with partners and stakeholders
Leaders are deliberate and resourceful about seeking the widest possible spectrum of perspectives. They demonstrate openness and flexibility to forge consensus and improve outcomes. They bring a whole-of-government perspective to their interactions. In negotiating solutions, they are open to alternatives and skillful at managing expectations. Leaders share recognition with their teams and partners.
Presents and discusses concepts and issues in a clear, concise and effective manner, both orally and in writing.
Attracts and mobilizes energies and talents to work toward a shared purpose in the best interests of the organization, its employees and the people it serves.
Develops and maintains a cohesive team that works to achieve the goals and objectives of the organization.
Demonstrates a commitment to the provision of quality service to clients and provides them with opportunities for active participation in, and consultation on, decisions that are relevant to their needs and concerns.
Tips for candidates
- If you have a disability and you require testing accommodation, be sure to notify those in charge of the test administration well in advance of the testing date so that they can take the necessary steps to determine the appropriate accommodation
- Bring a piece of identification with your photo and signature and your Personal Record Identifier (PRI)
- Arrive in plenty of time
- The Simulation Exercise requires no specialized or technical training, knowledge or experience, so you cannot study for it directly. Try to forget that you are in an assessment situation and perform as if you were on the job, giving the issues the consideration and attention required. If you have to travel to take the exercise, arrange your schedule so that you are not rushed.
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